When you don't know what you don't know - November 2013

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  • 2013 Software AG. All rights reserved. For internal use only1 |

    Marko Honkanen, Program Director, Fiskars

    14th November 2013

    When you dont know what you dont knowBusiness Transformation Executive Keynote

  • 2013 Software AG. All rights reserved. For internal use only2 |

    Setting the scene

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    So what does he know about not knowing

    what you dont know?

  • 2013 Software AG. All rights reserved. For internal use only4 |

    We just started our 365th year of business

  • 2013 Software AG. All rights reserved. For internal use only5 |

    Towards an integrated consumer goods company

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    Execute Fiskars operating model transformation

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    Symptoms

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    How do you know when you are potentially not knowing?

    Setting and tracking targets seems difficult

    Identifying and agreeing the key people is a challenge

    Planning and taking decisions seems like a never-ending iteration

    When decisions are taken, it is sometimes very unclear who has taken them

  • 2013 Software AG. All rights reserved. For internal use only9 |

    One of the autopilot cycles

    Too busy

    No time to learn

    No change

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    A business example so why are the scissors orange?

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    At the end, it might only be that one single piece of

    information that you would require to know but which one?

    Page

    11Company confidential

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    How to make the right decisions

    Not based on perception (It does not look like a phone)

    Try it in practise, until reality proves you otherwise (Conceptual vs practical)

    How many of the current people will truly reinforce a new, unknown model?

    Remember, transformation will be used as an excuse

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    So you just go with the flow then?

  • 2013 Software AG. All rights reserved. For internal use only14 |

    Even when you dont know it all, some keys for success

    Tehtv kirkkaana mieless what and why are we doing?

    Sisu strength of will, determination, perseverance; taking action against the odds and displaying courage and resoluteness; deciding on a course of

    action and then sticking to that decision against repeated failures*

    Executive level commitment, ability to make tough decisions and show leadership in their respective organizations

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    14

    *http://en.wikipedia.org/wiki/Sisu

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    Personal learnings and observations

    We know what it means when transformation is complete or at least, whose perception of this are we trying to fulfill? Can you measure before and after?

    Take the decision as soon as you start feeling one might be needed.

    Your former enemies might be your best allies and do not build heroculture

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    15

  • 2013 Software AG. All rights reserved. For internal use only16 |

    You dont know what you dont know

    Page

    16Company confidential

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    Fiskars Q3 interim report 2013

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    17

    Fiskars President and CEO, Kari Kauniskangas:

    The good performance in the third quarter is the result of a joint effort across the whole organization. The clarity of our common direction and

    unrelenting focus paid off in the form of operational efficiency and

    controlled cost levels. This enabled us to deliver a clear increase in

    operating profit excluding non-recurring items while our structural

    evolution continued with changes in the supply chain and the single

    biggest system implementation of our five-year investment program.

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    Two key messages:

    1) What happens, when we are not here anymore?

    2) Control the things that you know and can control

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    18

  • 2013 Software AG. All rights reserved. For internal use only19 |

    So what am I doing where?

  • 2013 Software AG. All rights reserved. For internal use only20 |

    Marko M. Honkanen

    Mobile: +35850 555 0182

    Email: marko.honkanen@fiskars.com

    www.fiskarsgroup.com

    http://www.linkedin.com/pub/marko-m-honkanen/2/666/333

    Personal DeepLead development motto: Mind the gap(meaning not too far away from my team and from our stakeholders)